2002 Balanced Scorecard Report
UNDP Corporate Balanced Scorecard Report for the Year 2002
UNDP introduced the Balanced Scorecard (BSC) in 2000 to become a strategy-focused organization and measure the progress made towards the implementation of the Administrator’s 2000-2003 Business Plans.
UNDP Balanced Scorecard translates strategy into operational terms. It is articulated around six perspectives (Programme Countries Perception, Resources, Policy, Partnerships, Performance, and People), each composed of a set of strategic objectives derived from the
Administrator’s 2000-2003 Business Plans (see UNDP Strategy Map at the end of this
document). Strategic objectives are, in turn, associated with one or two strategic measures. This report provides an overall bird-eyes view of UNDP corporate Balanced Scorecard results for 2002, followed by a succinct baseline and history performance reading for all strategic measures.
UNDP uses the Balanced Scorecard to align the entire organization to the strategy. UNDP’s 130 country offices and the main Headquarters central services departments have their own Balanced Scorecard composed of the same set of strategic measures against which they establish their annual or quarterly targets and see their performance measured. Values aggregate up at the regional levels (aggregation of country office results for Africa, Arab States, Europe and CIS, Latin America and Caribbean, and Asia Pacific) and at the corporate level. Balanced Scorecard reports similar to this one exist at all organization levels.
To close the gap between the year 1999 and the desired 2003 performance level, UNDP has implemented a series of Headquarter-sponsored strategic initiatives as shown in the Mapping Grid provided at the end of this report. Those projects, appearing in three successive yearly Corporate Plans, have received priority funding and oversight from senior management throughout the 2000-2003 period.
With the Balanced Scorecard, UNDP intends to make strategy everyone’s job. Using one of the logons allocated to the business unit they belong to, every UNDP staff member can access their own team and individual strategy-focused work plan, as well as more detailed and real-time performance data at http://scorecard.undp.org.
STRATEGIC MEASURE 2002 RESULT 2002 TARGET PERFORMANCE TREND
All UNDP Country Offices
UNIT
UNDP Management Results Framework - 2002 Balanced Scorecard Report
Targets achieved or within acceptable range: 83% Positive trends: 71%
2001 RESULT Resources
Compliance with GLOC 18,349.55 21,150.46 Thousands of dollars 22,100.00 5 Within acceptable range Cost recovered from non-core resources 3.54 3.40 Percentage 2.64 10 Target achieved
Non-core resources received 1,512.36 1,738.80 Millions of dollars 1,525.00 10 Target achieved
Programme Countries Perception
Client satisfaction 64.16 75.54 Index 75.00 10 Target achieved
Policy (Positioning)
Influence Not available 19.28 Number 12.97 10 Target achieved
Internet website Not available 4.47 Pts. 8.00 0 Target missed
Knowledge Sharing Not available 6.53 Number 3.00 10 Target achieved
SRF Goal 5 expenditure 102,651.19 153,501.65 Thousands of dollars 61,978.73 10 Target achieved
Substantive media coverage 6,275.00 10,119.00 Number 5,669.00 10 Target achieved
Performance (Efficiency)
Audit recommendations implemented 39.88 56.80 Percentage 100.00 5 Within acceptable range
Internet bandwidth 47.95 94.26 Kbps 64.00 10 Target achieved
Operational Support Costs 32.30 32.33 Percentage 29.11 5 Within acceptable range
People
Implementation of RCA 29.09 26.92 Index 17.00-20.00 0 Target missed
Staff days invested in learning 80,827.03 62,840.65 Number 49,121.48 10 Target achieved
Staff perception 66.31 66.93 Index 75.00 5 Within acceptable range
Workforce transition 1.79 3.28 Index 1.88 10 Target achieved
Partnerships
Partners satisfaction 62.42 66.03 Index 75.00 5 Within acceptable range
STRATEGIC MEASURE 2002 RESULT 2002 TARGET PERFORMANCE TREND UNDP Headquarters
UNIT
UNDP Management Results Framework - 2002 Balanced Scorecard Report
Targets achieved or within acceptable range: 79% Positive trends: 92% SPONSOR 2001 RESULT
Resources
Reduction in HQ staff 948.00 929.00 Number 930.00 10 Target achieved All HQ Units
Regular resources mobilized 663,951.25 670,988.81 thousands of dollars 800,000.00 0 Target missed BRSP
Thematic Trust Funds resources mobilized 21,158.07 3,098.02 thousands of dollars 60,000.00 0 Target missed BDP Policy
Referrals responded to and indexed in the
Knowledge Base 589.00 Number 500.00 10 Target achieved
BDP 441.00
Resources mobilized for the CPC Trust
Fund 106,401.42 thousands of dollars 100,000.00 10 Target achieved
BCPR 44,055.62
Staff adoption of T-Profile Not available Not yet available Performance
Assessment of HQ Services by COs 62.40 67.40 Index 70.00 5 Within acceptable range All HQ Units
Audit assessment of financial, management
and operational activities 44.00 percentage 45.00 5 Within acceptable range
OAPR 22.00
Content uploaded in the Portal Not available Not yet available Number All HQ Units
People
Implementation of RCA at HQ 24.21 Not yet available Number 24.20-25.40 All HQ Units
Number of job filled based on competency
assessment 89.00 Number 60.00 10 Target achieved
BOM 67.00
On-line learning generated Not available 1,862.00 hours 1,000.00 10 Target achieved BOM
Trust in senior management 69.69 70.57 percentage 65.00 10 Target achieved All HQ Units
Partnerships
Number of MDGRs 0.00 40.00 Number 30.00 10 Target achieved
Number of UN Country team undergoing a
180-degree assessment 10.00 Number 10.00 10 Target achieved
DGO 0.00
Resources mobilized in support of the RC
function 8,191.00 thousands of dollars 10,000.00 5 Within acceptable range
DGO 5,441.40
2002 Balanced Scorecard Report
Scorecard Perspective: Programme Countries Perception
Business Plan Vision. No organization can be truly first class without specializing in the kinds of services that are most important to its clients. The Administrator has committed himself to building organizational expertise around the themes and types of support where programme country demand is greatest and, first and foremost, to ensure that UNDP programmes will remain country-driven.
Result:
MRF Strategic Objective: Improve Programme Countries Perception
Country Office lag indicator. The perception Programme country Governments have of UNDP is a key lag measure of the success of the implementation of UNDP’s strategy. This indicator measures the country office(s) results by filtering responses received from Programme country Governments partners to a specific set of questions in UNDP partnership survey ( http://partnersurvey.undp.org ). It is expected that each country office will participate in this survey at least once every 2 years. A corporate target of 75% is set for all units. Results appear in blue on the history chart.
Conclusion. The 2002 partnerships survey, extended to more than 2500 partners in all the countries of the UNDP network, shows a significant improvement in the satisfaction Programme country Governments have of the work of UNDP offices in their country, compared to the results of the survey piloted in 2001 in 17 countries. Overall, 75.42 % of surveyed Programme country Governments partners strongly agree or agree that UNDP is a valued partner providing better or slightly better development assistance than average compared to other multi-and bi-lateral partners.
2002 Balanced Scorecard Report
Scorecard Perspective: Resources
Business Plan Vision. UNDP’s destination is a sufficiently well-funded programme that can demonstrate concrete, measurable results. Attaining the $1.1 billion target for core resources and pursuing vigorously the non-core funding targets established in the MYFF provides the indispensable basis for UNDP to be an effective organization.
Business Plan Anticipated Outcomes:
The MYFF resource targets achieved
Increased share of reduced biennial budget expenditures incurred outside headquarters and for substantive support
Increased compliance with government contributions to local office costs (GLOC) and strengthened cost-recovery
Results:
MRF Strategic Objective: Achieve core MYFF targets
Headquarters lag indicator. Voluntary contributions deposited in UNDP account. The stretch target of 1.1 billion was scaled down to 0.8 billion in 2002 and 0.9 billion in 2003. 682 millions were pledged in 2002. Results appear in blue on the history chart.
MRF Strategic Objective: Achieve non-core MYFF targets
Country Office lag indicator. Sum of all incomes received by country offices under government and third party cost-sharing, locally signed trust funds, and MSA, agreements. Yearly targets set by country offices and aggregated up. Results appear in blue on the history chart.
Headquarters lag indicator. Sum of incomes received by UNDP Thematic Trust Fund for Democratic Governance (D507), for Poverty Reduction for Sustainable Development (D573), on Energy for Sustainable Development (D558), on Information and Communication Technology (D549), and on HIV/AIDS (D501). Does not include contributions to UNDP Trust Fund for Crisis, Post Conflict & Recovery Situations. Results appear in blue on the history chart.
2002 Balanced Scorecard Report
MRF Strategic Objective: Increase cost-recovery
Country Office lag indicator. Sum of all incomes received by country offices as contributions by Programme country Governments to local UNDP office costs. Yearly targets set by country offices and added up at the regional level. Corporate target set at 10% annual increase from 1999 baseline. Results appear in blue on the history chart.
Country Office lead indicator. Aggregation by average of all costs recovered by country offices through extra-budgetary income for handling and administrative fees (known as budget line 158) against cost-sharing programme delivery. Yearly targets set by country offices and averaged up at the regional level. Corporate target set at 10% annual increase from 1999 baseline. Results appear in blue on the history chart.
MRF Strategic Objective: Headquarters staff headcount
Headquarter unit lead indicator. Staff members based in Headquarters, from all funding sources and under all contractual modalities (Professional, General Service, ALD, and SSA). Target reflects the 25% cut agreed upon in 1999. Results appear in blue on the history chart.
Conclusion. The downward trend in core resources has been reversed and country offices were able to steadily increase their level of non-core resources. The Headquarters staff reduction target of 25% has been met. Costs recovered by country offices against programme delivery have steadily improved to a satisfactory level and GLOC payments have regularly increased compared to the levels of 1999. Resources mobilized under the Thematic Trust Funds remains under the target set initially.
2002 Balanced Scorecard Report
Scorecard Perspective: Policy
Business Plan Vision. UNDP is increasingly asked to play the role of facilitator, catalyst, adviser and partner. This role, in turn, has critical implications for the quality of interlocutors that we provide, our capabilities in knowledge management, and our speed and client focus. We will not be able to apply policy effectively without a highly dynamic and networked pooling of best practices.
Business Plan Anticipated Outcomes:
UNDP as a stronger global advocate for human development Substantive capacity aligned with areas of concentrated demand
Capacity for emerging types and profile of services required strengthened Capacity highly networked and field based
Clearly defined capacity and improved effectiveness in special development situations
Results:
MRF Strategic Objective: Be a Global Advocate in UNDP's six substantive practice areas
Country Office lead indicator. Total number of substantive media stories covered around the world on the work of UNDP in programme countries. Yearly targets set by country offices. Results self-assessed by country offices. Results appear in blue on the history chart.
Country Office lead indicator. Average compliance of country offices Internet web sites to UNDP new branding policy. Include new logo, new positioning message, corporate look & feel template, information on practice areas and MDGs relevant to country. Results appear in blue on the history chart.
MRF Strategic Objective: Be Networked & Field-based
Country Office lag indicator. This indicator measures the country office(s) efforts in becoming increasingly networked and contributing to knowledge sharing. It indicates the average number of times an office is mentioned by its peers as being "most helpful" in sharing knowledge, through a question inserted in the yearly HQ Product and Services Survey. A corporate target of 3 quotes is set for all offices. Results appear in blue on the history chart.
2002 Balanced Scorecard Report
Headquarter unit lead indicator. Total number of referrals responded to and indexed in UNDP’s Knowledge Base. Results appear in blue on the history chart.
MRF Strategic Objective: Premise UNDP assistance on upstream Signature Services
Country Office lead indicator. This indicator measures the number of official meetings with high-level government and aid partners during which the office made a presentation on a policy issue. Those meetings must be substantiated with minutes. Yearly targets set by country offices. Results self-assessed by country offices. Results appear in blue on the history chart.
MRF Strategic Objective: Provide leadership in bridging the gap between relief and development
Country Office lead indicator. Total UNDP country level programme expenditure contributing to development outcomes associated with the Strategic Result Framework Goal on reduced incidence of and sustainable recovery and transition from complex emergencies and natural disasters (SRF Goal 5). Yearly targets set by country offices. Results appear in blue on the history chart.
Headquarter unit lead indicator. Status of contributions to the UNDP Trust Fund for Crisis, Post Conflict & Recovery Situations (D428) UN Afghan Interim Authority Fund (D548) and Trust Fund for Support to Prevention and Reduction of the Proliferation of Small Arms (D361). Results appear in blue on the history chart.
Conclusion. Four indicators under this Perspective have been revised in 2002 to better communicate and match the strategy, thus explaining the lack of baseline or trend in some cases. Substantive media coverage on UNDP’s role and activities have increased worldwide. A baseline for the number of official meetings with high-level government and aid partners during which UNDP take up policy issues has been set, and the trend in referrals responded to through UNDP’s Knowledge Base keeps growing. Resources mobilized under UNDP Trust funds for Crisis, Post Conflict & Recovery Situations have exceeded the ambitious target set at the beginning of the year.
2002 Balanced Scorecard Report
Scorecard Perspective: Partnerships
Business Plan Vision. UNDP must develop a new and more strategic approach to partnerships, as a precondition for development effectiveness and an integral component of resource mobilization. It has become so important in the last few years to reinvent the decades-old partnership between UNDP and the World Bank around a new assessment of mutual comparative advantages. Similarly, it is why strengthening the CCA/UNDAF process is so important to the overall effectiveness and profile of the United Nations.
Business Plan Anticipated Outcomes:
Key strategic partnerships identified and developed
Role of strategic partnerships in contributing to development outcomes at country level systematically ensured
Clear success of partnerships in increasing resources for Programme countries
Results:
MRF Strategic Objective: Build coordination capacity of the RC system in the UN priority areas
Country Office lead indicator. Sum of expenditure reported by all country offices from their administrative budget (against the UN system coordination) and from programme resources (against the RC system Strategic Area of Support (SASN2) of the Strategic Results Framework (Goal 6)). Yearly targets set by country offices. Results appear in blue on the history chart.
Headquarter unit lag indicator. Status of contributions received to the UNDP Resident Coordinator Fund. Results appear in blue on the history chart.
MRF Strategic Objective: Provide effective leadership in implementation of UN reform
Country Office lag indicator. The perception UN agencies, Bretton Woods Institutions, bilateral donors, private sector, and NGOs have of UNDP is a key lag measure of the success of the implementation of UNDP’s strategy. This indicator measures the country office(s) results by filtering responses received from those types of partners to a specific set of questions in the UNDP corporate partnership survey. It is expected that each country office will participate in this survey at least once every 2 years. A corporate target of 75% is set for all units. Results appear in blue on the history chart.
2002 Balanced Scorecard Report
Conclusion. Contributions received to the UNDP Resident Coordinator Fund have improved steadily to more than 8 millions dollars, while a 21 millions dollars 2001 baseline has been set for UNDP country offices expenditure for UN system coordination and RC system support. The 2002 partnerships survey, extended to more than 2500 partners in all the countries of the UNDP network, shows an improvement in the satisfaction UN agency, Bretton Wood Institution, bi-lateral agency and other partners have of the work of UNDP offices, compared to the results of the survey piloted in 2001 in 17 countries. Overall, 66.22 % of those surveyed partners believe that UNDP is very good or good in terms of overall effectiveness, providing information, technical competence, interpersonal skills, timely response, financial reporting, substantive reporting and knowledge of the country.
2002 Balanced Scorecard Report
Scorecard Perspective: Performance
Business Plan Vision. Creating a culture of accountability for results is at the heart of recreating UNDP as an organization where all available resources are put to best possible use. Existing instruments need to be sharpened and woven together with new tools to form a strong, unified system of performance management, stretching from the Executive Board at the most strategic level down through all other levels of the organization. Ambitious targets must be set and indicators monitored if we are to ensure success.
Business Plan Anticipated Outcomes:
Effective leadership, oversight and decision-making supported by an ability to measure performance
Efficiency gains achieved in headquarters and country operations
A new culture of networking within UNDP, including horizontally among country offices and between UNDP and external partners
A clear understanding among stakeholders of the goals of UNDP and results produced
Results:
MRF Strategic Objective: Improve accountability and service
Country Office lead indicator. Average percentage of management audit recommendations implemented by country offices within the 12 months period following issuance of the audit report by UNDP regional audit centers. A corporate target of 100% is set for all units. Results appear in blue on the history chart.
Headquarter lag indicator. Percentage of management audit performed during the year in Headquarters and country offices that resulted in a good or satisfactory rating. Results appear in blue on the history chart.
MRF Strategic Objective: Improve communications and technology infrastructure
Country Office lead indicator. Average effective Internet bandwidth in all country offices during actual office working hours over the last month. A corporate target of 64 Kbps is set for all units. Results appear in blue on the history chart.
2002 Balanced Scorecard Report
MRF Strategic Objective: Re-engineer country offices work processes
Country Office lead indicator. Average share of country offices budget allocated to the operational support function. Includes regular budget and central extra budgetary budget (i.e. excludes NEX/DEX and UN Agencies X/B income). Yearly targets set by country offices. Results appear in blue on the history chart.
Headquarter unit lag indicator. This indicator measures country offices responses to a specific set of questions the HQ Product & Services survey. A corporate target of 70% is set for all HQ units. Results appear in blue on the history chart.
Conclusion. The rate of implementation of country office management audit recommendations has improved steadily, while the overall number of good and satisfactory management audit ratings has improved. The Internet connectivity of UNDP country offices has jumped to excellent levels and their share of operational support costs maintained below satisfactory levels. The quality of services provided by Headquarter units to country offices has improved from its 2000 baseline.
2002 Balanced Scorecard Report
Scorecard Perspective: People
Business Plan Vision. UNDP must enhance human resources management and invest heavily in its people. One of the highest priorities of the Administrator going forward will be to establish a new kind of relationship between staff and management, founded in an environment of mutual commitment to accountability and performance in exchange for staff growth through opportunities for learning and empowerment. More growth opportunities in return for higher performance.
Business Plan Anticipated Outcomes:
Staff profile aligned with evolving organizational needs
Strengthened human resource management capacity to attract, develop and retain talent
Improved empowerment of staff for personal development and performance
Results:
MRF Strategic Objective: Align staff profile
Country Office lead indicator. Average workforce transition index in country offices indicating the number of new recruits at the professional level, the P/GS ratio, and the gender balance in management positions - includes all international staff, 100 and 200 series, JPOs, ALDs, national staff. Results self-assessed by country offices. Results appear in blue on the history chart.
Headquarter lead indicator. Total number of RC, DRR and OM positions filled by candidates who went through a formal competency assessment exercise. Results appear in blue on the history chart.
MRF Strategic Objective: Attract, develop, and retain talents
Country Office lag indicator. The perception UNDP CO staff members have of UNDP as a place to work in and for is a key lag measure of the success of the implementation of UNDP’s strategy. Each year, this indicator measures the country office(s) results by indexing responses received from all staff members to a specific set of questions in the UNDP corporate Global Staff survey. http://globalstaffsurvey.undp.org. A corporate target of 75% is set for all offices. Results appear in blue on the history chart.
2002 Balanced Scorecard Report
Headquarters lag indicator. The perception UNDP staff members have of UNDP senior management is a key lag measure of the success of the implementation of UNDP’s strategy. Each year, this indicator measures responses received from all staff members to a specific set of questions in the UNDP corporate
Global Staff survey. http://globalstaffsurvey.undp.org. A corporate
target of 65% has been set. Results appear in blue on the history chart.
MRF Strategic Objective: Build new culture of leadership
Country Office and Headquarter lead unit indicator. Average standard deviation of the percentage distribution of RCA ratings for all UNDP staff members in country offices, compared with the recommended distribution of RCA ratings. Results appear in blue on the history chart.
MRF Strategic Objective: Expand learning network
Country Office lead indicator. Sum of all staff days in all country offices allocated to formal training and learning. Results self-assessed by country offices. Yearly targets set by country offices. Results appear in blue on the history chart.
Headquarter lead indicator. Total cumulated hours of on-line learning generated, all courses. Results appear in blue on the history chart.
Conclusion. The workforce transition index has increased steadily, confirming the arrival of new recruits as well as higher (professional staff/support staff) and (female/male) ratios in country offices. The number of staff days invested in learning in those offices remains high, while hours of on-line generated learning worldwide have increased. The target for positions filled by candidates who went through a formal competency assessment exercise has been exceeded and the individual RCA rating system used more rigorously. Trust in senior management has increased since the year 2000, and overall country office staff satisfaction has improved to satisfactory levels.
2002 Balanced Scorecard Report
Strategic Initiatives
Perspective 2000-2003 Strategic Objectives
Perception
Build new culture of leadership Expand learning network Partnerships
Performance
Re-engineer CO work processes Align staff profile
People
Improve accountability and service
Improve communications and technology infrastructure Build coordination capacity of the RC system in the UN priority areas
Attract, develop, and retain talents
P a rtnershi p faci li ty
Corporate Surveys (Partner
s, Staff, HQ Services) Policy Results-based Management
Balanced Scorecard project Revi
sed RC apprai
sal arrangements
Virtual Development Academy National Staff Separation Package
Global Kn owled g e Networ k s HQ reengineering and HQ staff reducti o n P ri v ate Secto r and CSO P a rtnershi ps P a rtnershi p wi th BWI/UN
Reforme of Internal Grievance & Justice System 360-Deg
ree F eedb a ck Sy st em
Leadership development programme (LEAD) Re
location of policy f u n ction s
Preparation and Follow-up to WSSD Thematic trust funds Intranet & Internet Portal Practice areas
Provide effective leadership in implementation of UN reform Be a global advocate in UNDP's six substantive practice areas Be networked & field-based
Deliver Signature Services
Provide leadership in bridging the gap between relief and development Align Biennial Support Budget to UNDP goals
New Ho ri zo n (CO repro fi li n g) Resources
Improve Programme Countries perception Achieve core MYFF targets
UNDP 2000-2003 Strategic Initiatives Mapping Grid
Branding Project
Achieve non-core MYFF targets Increase cost-recovery W o rk Im pr ovemen t Tools ( W IT ) Pr oject 6 4 Kpbs project
Competency assessment programme MDG Campaign
Man a gemen t MDG score-keeping at country level
